本文選題：供電企業(yè) + 班組　； 參考：《華北電力大學》2013年碩士論文

【摘要】：從管理科學萌芽開始,管理科學家、學者、企業(yè)家就對如何激勵員工干勁,挖掘員工潛力,從而提高企業(yè)效益,實現(xiàn)企業(yè)所有者利益最大化進行了不懈的努力與研究。隨著知識經濟時代的到來,全球經濟一體化進程加劇,市場競爭日益激烈,企業(yè)必須不斷提高其競爭力來適應環(huán)境的要求。如何認知企業(yè)的經營管理狀況、怎樣考核企業(yè)戰(zhàn)略決策的實施、從哪些方面來引導企業(yè)提升自身的綜合績效,這些是企業(yè)績效評價體系要完成的任務。電力工業(yè)作為我國的基礎性行業(yè),為我國國民經濟的發(fā)展做出了顯著的貢獻。隨著電力體制改革的不斷深入,電力企業(yè)以提高資源利用效率,改善資源配置效益為目標的現(xiàn)代企業(yè)制度正在逐步的完善過程中對供電公司開展績效評價活動,是省電力公司準確了解供電公司發(fā)展狀況和加強對供電公司管理和控制,以及促進企業(yè)不斷提高經營績效,優(yōu)化激勵與約束機制的重要手段,通過績效評價和控制,可以對供電企業(yè)的運行狀況進行監(jiān)測,進一步挖掘企業(yè)的潛力,提高企業(yè)的競爭力。 本文通過對清原供電分公司基層績效考核制度的研究,結合績效管理相關理論知識,對現(xiàn)行基層績效考核制度進行分析,找到目前績效考核制度中存在的弊端和不足。并且以目標管理法為設計基礎,結合基層班組員工的工作性質,通過對現(xiàn)有的績效管理辦法進一步改進,鞏固績效考核方法的客觀公平性,績效提高基層員工的工作積極性,提升供電企業(yè)基層績效管理的可行性,進而推動工作整體管理水平。同時對清原供電分公司基層考核制度提出合理化建議。旨在通過本文的研究將單純的績效考核轉化為全過程的績效管理,為清原供電分公司以乃至撫順供電公司發(fā)展提供切合實際的績效管理工具和辦法。
[Abstract]:From the budding of management science, management scientists, scholars and entrepreneurs have made unremitting efforts and research on how to stimulate employees' motivation, tap their potential, and thus improve the efficiency of enterprises and realize the maximization of the interests of the owners of enterprises. With the arrival of the era of knowledge economy, the process of global economic integration intensifies, the market competition is increasingly fierce, enterprises must constantly improve their competitiveness to adapt to the requirements of the environment. How to understand the situation of enterprise management, how to assess the implementation of enterprise strategic decisions, and from what aspects to guide enterprises to improve their own comprehensive performance, these are the enterprise performance evaluation system to complete the task. As the basic industry of our country, electric power industry has made remarkable contribution to the development of our national economy. With the deepening of electric power system reform, the modern enterprise system, which aims to improve the efficiency of resource utilization and the efficiency of resource allocation, is gradually improving the performance evaluation activities of power supply companies. It is an important means for the provincial power company to understand the development of the power supply company and strengthen the management and control of the power supply company, as well as to promote the enterprise to continuously improve the operating performance, optimize the incentive and restraint mechanism, through the performance evaluation and control, The operation condition of power supply enterprises can be monitored, the potential of enterprises can be further excavated, and the competitiveness of enterprises can be improved. Based on the research of the performance appraisal system of Qingyuan Power supply Branch and the relevant theoretical knowledge of performance management, this paper analyzes the current performance appraisal system at the grass-roots level, and finds out the shortcomings and shortcomings of the current performance appraisal system. And based on the objective management method, combined with the working nature of grass-roots team employees, through further improvement of the existing performance management methods, to consolidate the objective fairness of performance appraisal methods, and improve the performance of grass-roots staff enthusiasm. Improve the feasibility of power supply enterprise grass-roots performance management, and then promote the overall level of management. At the same time, the basic assessment system of Qingyuan Power supply Branch put forward reasonable suggestions. The purpose of this paper is to transform the pure performance appraisal into the whole process of performance management, and to provide practical performance management tools and methods for the development of Qingyuan Power supply Company and even Fushun Power supply Company.
【學位授予單位】：華北電力大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.61

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本文編號：1938773